PowerPoint-presentatie · PDF fileSelecting your first workforce analytics project can be a difficult challenge, but taking a systematic

ENGAGE WITH STAKEHOLDERSTypes stakeholders, conversation topics and tips

for working successfully with stakeholders

SET YOUR

DIRECTIONA structured approach for getting started

with Workforce Analytics

WORKFORCE ANALYTICSLEARN HOW SUCCESSFUL ORGANIZATIONS USE WORKFORCE ANALYTICS TO IMPROVE BUSINESS PERFORMANCE

Part II – Getting Started

Listening to Prospective

Project Sponsors1. The Seven Forces

of Demand2.Seek out prospective project sponsors: persons whoprovide support for a workforce analytics projector activity. Start with the most influentialpeople to whom you are accountable and work yourway back toward those with less influence overyour work. The more conversations, the more likelyyou will be able to separate good projects fromreally exceptional projects. These conversationswill help ensure that you have the informationneeded to prioritize projects.

In interviewing people you will identify thedrivers of demand in an organization, these are:• Desire for competitive edge. The demand for

workforce analytics comes from widespreadacceptance that if workforce decisions are madeempirically (that is, based on data), betterresults will follow.

• Requests coming top down. The demand forworkforce analytics comes directly from the topof the organization.

• Regulatory requirements. The increasinginterest that board members have inunderstanding talent in organizations creates ademand from a firm’s top executives for robustanalytics from the HR function.

• Need for operational efficiency. The sheer sizeof the business sometimes drives the need foranalytics.

• Pressure to reduce cost. When companies are notas profitable as they need to be there is agreater appetite for change. Leaders of thebusiness will then ask the CHRO how HR couldcontribute to the profitability of the businessor reduce the level of workforce cost.

• Concerns of a humanistic nature. Analytics inHR is not solely revenue or profit driven.Indeed, the development of analytics in HR issometimes borne of the desire to create abetter workplace for employees or a moresocially responsible organization.

• HR analytics for the HR function. Analyticsprojects are likely to be about the efficiencyof HR processes or a need to change certain HRpolicies to better align with theorganization’s overall mission.

Content adapted from The Power of People: Learn How Successful Organizations Use Workforce Analytics To Improve Business Performance. Pearson FT Press

For more details go to:www.thepowerofpeople.org

Agreeing on the Scope of

Analytics3.It is important for the scope of your analyticsfunction to match the expectations of yoursponsors. Negotiating this scope is vital if thefocus of the workforce analytics function’soriginal mandate is not considered wide enough.

Developing a Vision and

Mission Statement4.In a memorable vision statement, describe the desired future impact of your function on the organization.In a memorable mission statement, describe your objectives and how you will address them. Use the visionand mission statements to communicate your function’s identity to your team and the wider organization,and to prioritize your projects.

Types of stakeholders

and conversation topics1.Stakeholders can be defined as people who have an interest or concern in something. Workforce analyticsstakeholders are people in the organization who have a vested interest in the work of the workforceanalytics function. Their perspectives must be taken into account and your relationships with them managedso that you set the analytics team on a path to success. The different types of stakeholders you arelikely to work with fall into three broad categories: those you are serving, those you are dependent uponan those whose work experience will change as a result of your analytics recommendations. Recommendedtopics of conversation for engaging each group and the topics relevant to specific stakeholder types:

Stakeholders Served

• Views of analytical approach to HR• Highest-priority organization challenges

Business Leaders

• Additional recommended stakeholders• Connections to data owners and experts

HR Leaders

• People data linked to high-priority organizational challenges

• Insights on stakeholders’ views and working styles

Board of Directors

• HR metrics of interest• Compliance issues and board obligations

Stakeholders DependedUpon

• Vision and mission of analytics team• Projects objectives• Project sponsors• Importance of the individual to the project’s

success

Data Owners

• Specific data requirements (fields, formats)• Data refresh schedules• Blackout periods and data unavailability

Technology Owners

• Recommended technology purchase• System maintenance and upgrade schedules

Subject Matter Experts

• Recommendations of useful data• Involvement in hypothesis building, results

interpretation, insight generation, recommendations, or storytelling

• Permission for ongoing support

Finance

• Alignment on metrics• Expected return on investment (magnitude and

timing)• Investments needed

Legal

• Data privacy policies and safeguards• Ethical data practices

Unions and Work Councils

• How employees will benefit• How privacy will be protected

Stakeholders Impacted

• Value of analytical approach to HR• Benefits of workforce analytics projects• Expected benefits of specific projects• Feedback on what us expected to change and why

Workforce

• The value of data sharing and upkeep• The importance of sharing your perspective

Managers

• Guidance on how best to implement• Impact assessment

Executives

• Personal views on challenges and root causes• Peer experiences

Working Effectively with

Stakeholders2.Create, execute, and maintain a communicationsplan to structure your interactions withstakeholders, including key messages anddiscussion topics for each. Help stakeholdersunderstand and fulfill their roles andresponsibilities. Stakeholders need to takeownership of conclusions and actions. Bring valueto your stakeholders: make them more successful,acknowledge their contributions, and listen toand address their concerns.

Planning the End,

from the Beginning3.Think through and discuss potential analyticsresults and recommended actions, as well as howyou will evaluate actions that you implement.

GET A QUICK WINFactors to consider when choosing your

first workforce analytics project

Complexity-Impact

Matrix1.Selecting your first workforce analytics project can be a difficult challenge, but taking a systematicapproach to considering both complexity and impact ensures that you make the most appropriate choices.When rating the complexity of the project, consider the following factors: politics, skills, data,technology, and ease of implementation. When rating the expected impact of your first project, rememberthat the project should deliver a sufficient return. The benefits should also be realized in the short tomedium term and should offer a greater net return than investing in any other workforce analytics project.Classify your projects and go for a Quick Win.

QuickWin

Big Bet

Trivial Endeavor

Pet Project

Complexity

Imp

ac

t

A Quick Win is a projectof low-to-mediumcomplexity with moderate-to-high impact. In short,this project is one thatyou feel confident youwill be able to deliver ina reasonable period oftime and with tangibleresults.

A Big Bet project is ahigh-complexity projectthat is expected todeliver high impact.Numerous factors can makeprojects complex.

A Trivial Endeavor projecthas low-to-mediumcomplexity and low-to-medium impact. Avoidprojects with lowerexpected impact in theearly phases of ananalytics function’sdevelopment.

A Pet Project is overlycomplex for the impact itdelivers. These projectsare more aligned withpersonal interests thanwhat the businessrequires. Avoid PetProjects.

REFERENCES :

Guenole, N., Ferrar, J. & Feinzig, S. (2017). The Power of People: Learn How Successful Organizations Use Workforce Analytics To Improve Business Performance. Pearson FT Press, New York.

FOR MORE DETAILS GO TO :www.thepowerofpeople.org

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